Old School Networking Still Lands People the Most Jobs

How did you get the job that you have now? Did a friend put in a good word for you? Or a friend of a friend of a friend? Or did you just call up the organization and see if they were interested in meeting with you?

Although a huge percentage of people find themselves using internet job boards, old-fashioned networking remains the dominant way people find new jobs, according to a study by Right Management. Their research showed that person-to-person networking trumps other job-seeking tactics.

Right Management, a wing of Manpower Group, based their research on data from 60,000 people it provided career transition services over the past three years. They found that traditional networking was the source of new career opportunities for 41% of job candidates last year, while Internet job boards accounted for 25% of new positions landed.

In addition, the research showed that eight percent still found a direct approach effective. Maybe this means calling up a firm and asking for an interview or showing up smilingly at the front door. While there is a dominant rhetoric that dismisses these bold maneuvers, the study suggest that there is still a time and a place for an element of surprise.

“The job search is changing and some approaches are losing ground to others, but classic, systematic networking continues to be most effective way to find suitable employment,” said Carly McVey, Right Management’s Vice President of Career Management. “Certainly technology plays a growing role. But online social networking may not always be separate from traditional networking since one so often leads to the other. A job seeker uses the Internet to track down former associates or acquaintances and then reaches out to them in person. And, just like a cold call, the Internet is a way to make an initial contact with a prospective employer.”

Written by Marie Larsen
Marie is a writer for Recruiter.com covering career advice, recruitment topics, and HR issues. She has an educational background in languages and literature as well as corporate experience in Human Resources.

7 Habits of Highly Effective Sales Recruiters (Part II)

Habit 4: Embed “just in case” accountability.
Note: This is part 2 of a 2 part series. Part 1 can be found here.

Just in time (JIT) may be a best practice for lean manufacturing inventory and financial metrics, but it’s a “worst” practice for recruiting. Just in case (JIC) is the better mindset.

In fact, sales talent management is the one place in a business where a JIC inventory process means dollars and makes sense. You don’t carry the inventory of “candidates-in-waiting” on your balance sheet like raw materials. They are intangible assets, a more contemporary measurement of an organization’s health much like recruiting brand and employee engagement.

Consider the manufacturing function that controls costs and quality with elaborate supply chain management processes, and employs sophisticated logistics methods to make sure materials arrive on the line “just in time.” But sales superstars are not commodities. They don’t show up on your doorstep when you have an open territory. You have to apply Habit 1 (Always be recruiting) to find those A players. And you’d better have a “just in case” contingency plan in your mind.

Habit-Forming Action Step

We recommend that you require sales managers to report quarterly on the probability of turnover for every sales rep in their district. We also suggest they list a minimum of two names and phone numbers of backup candidates they would call tomorrow if a rep were to turn over unexpectedly. (And reps do that!)

JIC accountability works. It gives you a sense of urgency. It keeps you from losing valuable effective sales months, another metric for which sales managers should be responsible. Unfilled territories don’t save money — they cost money. That’s a lesson you have to learn only once to adopt the JIC habit.

Habit 5: Define “what good looks like” using objective, scientific success predictors.

We see it all the time: Recruiting strategies have no destination in mind and tactics are all over the subjective map. That’s no way to run a railroad — or a sales organization.

Whether starting up a sales force, growing one, or replacing turnover, you need a recruiting plan. It starts with a very clear picture of what a good sales performer looks like. Yet, even that clear description is only one part of the prescription for a healthy talent pipeline.

For example, a popular study of more than 1,000 sales superstars from 70 companies showed that these high-achievers believed the top three characteristics required for good salesmanship were:

1. Strong objection-answering skills
2. Good grooming
3. Conservative dress (especially black shoes)

However, a study of the weakest performers at these companies revealed that these same three characteristics were also their most common traits. Obviously, this isn’t the way to recruit a sales star.

In reality, few criteria for selection is better than many, and one or two factors typically account for more than 80% of a salesperson’s ability to succeed in a specific role. Say you have a laundry list of competencies that you check off to make your decisions, and you check all but a few. If those few you don’t check off are the true DNA that leads to success . . . you will have made an unforced hiring error. Ouch!

Habit-Forming Action Step

Defining your target hiring requirements means more than gathering people in a room to define top-performer competencies. In these meetings, the opinion voiced loudest often dominates. You need more than opinion to predict success. You need science in the mix to be objective about what you really are looking for versus using subjective criteria to pick a superstar.

Habit 6: Increase behavioral interviewing “at bats” with job aids and practice.

When you examine how you recruit and manage sales talent, how many times are you “at bat?” Do you know — or care? You should. Malcolm Gladwell, in his bestselling The Outliers, suggests that 10,000 hours of effort is the point at which you approach mastery.

With sales recruiting, sales managers get rusty when they interview only infrequently. Behavioral interviewing training is standard fare in most sales management curriculums. But if you interview candidates only a few times a year, you do get rusty.

Just like on a bad sales call, a rusty hiring manager tends to tell rather than ask. She doesn’t take enough time to plan the interview. She holds conversations versus interviews, and that leads to nothing more than a gut response to the candidate. It gets worse when you spend travel dollars and executive time to bring the finalist to headquarters for 4 or 5 interviews. The fact is, they really have only one interview — the exact same one, 4 or 5 times. This is a total waste and fraught with error rates, yet it happens every day. A few more interview at-bats might have avoided it all.



When you’re rusty and have to make decisions under the pressure to fill a quota-bearing territory (which you are likely covering in your spare time), a large duck could walk through your office and look like the perfect sales rep! Need I say it? This habit leads to unforced hiring errors. “Time to fill” is often stated as a metric to measure the effectiveness of recruiters. Unfortunately, it also leads to bad decisions due to a rush to judgment to hit a lagging indicator metric.

Habit-Forming Action Step

Set an interview activity target just like you would set a sales call activity target. At a minimum, interview a new candidate either by phone or face to face once a week. Take time to prepare properly and use the same standard for evaluating the interview as you would a good sales call. You should talk 20% of the time and the candidate 80%. You will get better and better at “peeling the onion” and really learning how to conduct a good behavioral interview. Using a good behavioral interviewing guide to hold you to a process and taking notes are best disciplines.

Habit 7: Check the DNA before the resume.

Resumes are candidates’ boldfaced attempts to reflect their best possible image to an employer. A resume is undeniably flawed input; studies have shown that most of them are riddled with half-truths (read: lies). The professional social site LinkedIn claims to have improved that percentage because its resumes are accessible online and can be questioned or verified publically. But according to Hire Right, a firm that specializes in employee background checks,

Ÿ 80% of all resumes are misleading.
Ÿ 29% state fraudulent degrees.
Ÿ 30% show altered employment dates.
Ÿ 40% have inflated salary claims.
Ÿ 30% have inaccurate job descriptions.
Ÿ 27% give falsified references.

Okay, imagine a manufacturing plant quality inspector examining a component part using her eyes and perhaps her nose to assess the part’s integrity. No way. Those inspectors measure specific tolerances and specs with scientific instruments to ensure the right selection. Their criteria are objective, not subjective. Or how about this?
 
Would you want your physician to ask you a couple of questions, listen to your heartbeat, and then prescribe a treatment? Heck no. Physicians today rely on scientific blood work that speaks volumes, even revealing your DNA, susceptibility to certain diseases, and likely reaction to various drugs. Many will have the blood work done before your check-up to improve their interview with you. Or they may have a scan done to see inside your body and determine whether you’re healthy.
Not only is a resume pile imperfect input to begin with, the time-consuming and mind-numbing resume-slinging process is done for the worst possible reasons. A resume might be tossed because of personal bias such as the font or bullets instead of paragraphs. The resume slinger might object to the school attended or lack of certain industry experience. On the other hand, a resume might be tossed in the “keep” pile simply because of participation in sports or community involvement. I even spoke to one sales executive who confided that he used astrological birth signs to determine work ethic. Yikes! True story. I can’t make this stuff up.

Habit-Forming Action Step

Using unscientific data when selecting which resumes to choose (or using no data at all; most sales recruiters we talk to say their clients don’t know specifically what they’re looking for) leads quickly to false positives or indicators and markers that are totally subjective. Suddenly, that’s your selection criteria. And for every good candidate you select, you may be losing an even better one.

The fact is resumes are the least reliable method of screening for quality. No wonder sales managers complain of not enough qualified candidates. To prove the point, just ask yourself, “Why did those hires that didn’t work out have such great-looking resumes?” You can’t judge a book by its cover, and yet sales recruiters do it day in and day out. We often hear their disillusioned refrain, “We hired them for what their resumes said they had done. Then we fired them for who they actually were.”
Use predictive assessments to avoid the pitfalls of relying on resumes and interviews alone in your decision-making. We suggest a 30/30/30/10 mix in your decision to hire: 30% assessment result, 30% background checks and references, 30% multiple interviews, and 10% gut feel.

Summary

Check your 7 habits against those of highly effective sales recruiters:

1. ŸABR: Always be recruiting. What percent of your overall time is spent recruiting top talent versus chasing deals and attending meetings?
2. Engage and partner with your sales recruiters. What mutual service-level agreements do you have to hold each other accountable for results?
3. Inspect what you expect. How often do you review your sales talent pipeline with your manager to measure progress
4. Embed “just in case” accountability. Will the right players be there when you need them?
5. Define “what good looks like” using objective, scientific success predictors. Have you identified the few, critical competencies that distinguish good players from bad? (Think of the film Moneyball!)
6. Increase behavioral interviewing “at bats” with job aids and practice. Do you interview enough, prepare well, and use structured guides to avoid getting rusty?
7. Ÿ Check the DNA before the resume. Do you apply science to verify your instincts and experience so you can reduce unforced hiring errors?

Build Bench Strength

By routinely applying these 7 habits as part of your recruiting process, you will build bench strength. Having a bench of qualified candidates is a great elixir for many sales ailments.  For example, when you ponder the reluctance of frontline sales managers to let people who aren’t performing go, it is as though they believe “the devil you know” in a sales tterritory is better than “the devil you don’t.” Or, as one sales leader told me, “I think in this case bad breath is better than no breath.” Really? Is that the best you can do? How about building your bench strength so you need not be reluctant to let poor performers go in the first place?

Admittedly, building a backup sometimes meets with questions or objections. At Xerox, we used to visit different districts where sales managers and reps alike would ask, “Why are you interviewing people in this territory today? Do you think I’m leaving? Are you planning to split my territory? Are you going to replace me?” I would always answer them directly and explain that, to me, chance is not a strategy. That sales team member could get hit by a bus tomorrow, “And if I don’t have backup for you, I’m out of luck.” That usually prompted a healthy conversation about career aspirations, their happiness quotient (they call it “engagement” these days), and the probability that they might take another job if it were offered. All good conversations to have proactively before it’s too late.

When sales managers were probed about their pipeline during quarterly reviews, many would complain that it was hard to keep good candidates on ice. Although that’s true, it’s far better that you stay connected with that person over the long haul than to allow them to slip by — and away — when you aren’t actively looking for someone. You wouldn’t think of putting a customer prospect in your pipeline and not drip-feeding your frequent contact to keep them warm. The same applies to recruiting top talent. In fact, it’s the best way to nurture passive candidates. Those salespeople may be happy now, but you never know what might change — a new comp plan gets announced, a new boss is appointed, there’s a change of territory or accounts, an “impossible” new quota is assigned on top of a record year, etc. You want to be the first person they call the moment they consider their next career move.

A good recruiting strategy will serve any sales organization, large or small, well. It takes discipline, but in many respects the process and tactics are no different than managing a good sales pipeline. Make it as routine as your daily prospecting and opportunity management tasks, and you will reap valuable, long-term results from these habits. Happy hunting!

7 Habits of Highly Effective Sales Recruiters (Part I)

It is now clear: Your sales force, and the way you recruit and manage it, is your best hope for thriving in the “new normal” economy! At SalesGenomix™ we have a bold vision statement: Imagine a world where every sales force is above quota.

Even during these uncertain economic times, we believe it’s a realistic point of view — especially to those sales leaders who apply certain best practices when attracting and retaining the best sales talent.

 

Following every business downturn, companies realize they need to grow the top line to survive. When CFO Magazine asked subscribers in June 2011, “Which job functions are most needed at your company right now?” the sales function tied for first place along with skilled professionals (electricians/plumbers). Manpower’s 2011 Talent Shortage Survey showed that sales professionals were the second-most difficult skills to find. Clearly, the high beam headlights are now turned on sales leadership to increase sales and save the day.

But just look at the challenges those high beams reveal. A 2011 study by CSO Insights reported that 35% to 45% of sales reps fail to meet assigned sales targets. If you’re the head of sales, these results are a fast track to becoming an endangered species! It is estimated that of the nearly 15 million sales-related jobs in the U.S., 26% will turn over this year. That’s a 26% error rate — and nearly all of it, whether desirable or undesirable, is scrap and waste. Manufacturing, with their Six Sigma metrics, would find that intolerable. So should the sales function tolerate that? Maybe these metrics are just the tip of the iceberg.

Talent trumps all other levers

We asked dozens of front-line and senior executive sales leaders to suppose they had only one thing they could do to increase the odds of making quota. What would it be? The answer was unanimous: Finding and keeping the best sales talent wins the game. The team that gets and nurtures the most “A” players wins! End of sentence. And most added a very strong exclamation point.
We don’t like to argue with success or experience, however, we also believe that the team who makes fewer unforced hiring errors wins the game. The SalesGenomix message is that you can be nearly 100% assured of building the best sales team and yielding those above-average revenue results if you apply a rigorous process to building and maintaining your sales talent pipelines using our 7 habits.

Habit 1: ABR — Always be recruiting!

Our overarching premise is a simple one and something sales leaders have always instinctively known. It is the context in which the 7 habits are executed.
To explain it, we’ve borrowed from David Mamet’s 1984 Pulitzer Prize and Tony Award-winning play, Glengarry Glen Ross. In the movie version, Alec Baldwin plays sales leader Blake who chides his team with the mantra, “ABC: Always Be Closing.” We offer sales leaders a similar notion, but ours is, “ABR: Always Be Recruiting.”
I first learned this lesson while at Xerox, in the Chicago branch. A fellow sales manager had made a superstar hire in Minneapolis, and I remember asking him, Where did you find that guy? Was he from an external recruiter, our own HR group, an advertisement in the Wall Street Journal? “Nope. Found him in a hotel lobby standing in line to check in.” What? You must be joking! He smiled. “Nope. I know one when I see one, so I asked him what he did and he told me. I told him what we did and we exchanged cards. That was more than a year ago. I’ve been nursing him along all this time. He finally got dissatisfied with his current job and today he’s my Numero Uno.”

Habit-Forming Action Step:

The lesson learned for me was that I had to think of recruiting like a good salesperson thinks of prospecting. You always have to keep your ear to the ground and be looking for the next hire.

With that and our other 6 habits, you will keep the talent bench strong and not suffer the consequences of unexpected turnover. Here are more of our suggestions for frontline sales managers and sales recruiters for attracting, retaining, and managing the best sales talent around.

Habit 2: Engage and partner with your sales recruiters.

Many sales leaders have told us that their relationship with internal and external sales recruiters was strained. Why? Sales managers complain of a trickle of candidates, many of whom are not qualified and therefore a waste their interviewing time. Sales recruiters we’ve spoken with are likewise dissatisfied with the responsiveness of sales managers. The managers postpone interviews, don’t communicate promptly when a good prospect appears on the radar, and can’t articulate exactly what they’re looking for in a top performer. Scheduled interviews are changed with little warning. And most managers prepare for interviews with about as much rigor as they prepare for lunch: “Hand me the resume, let’s get started.” Unfortunately, many sales leaders and their recruiting partners also cling to an “abundance” recruiting mindset and process. Even though there’s a scarcity of supply, they believe there are plenty of rock-star salespeople out there, “So we’ll look for them when we need them.” (Remember Habit 1? Always Be Recruiting!) All these issues speak to a lack of precision in both expectations and recruiting processes.

Habit-Forming Action Step

Add more communication, attention, and precision where it’s needed in your internal processes and you’ll turn your recruiting efforts around. Your HR staff can’t help unless you routinely reach out to collaborate with them. If you don’t talk to your HR support team at least once a week, you are underusing a resource that can lead to your success. Get involved in establishing mutual service-level agreements (SLAs) with your recruiters so you can hold them accountable and they can hold you accountable for results.

Habit 3: Inspect what you expect.

You’ve heard it a million times: If you can’t or don’t measure it, you can’t manage it. Recruiting — unlike call activity, forecast updates, or expense reports — isn’t something due on Friday at 5 o’clock. In the best situations, it’s examined at least quarterly. In the worst, not until turnover forces the issue.

The lesson here is like the Fram oil-filter ad slogan: “You can pay me now or you can pay me later.” Sales managers often ignore a daily recruiting routine because “I don’t need to. I have all my territories filled.” Sales leaders make this assumption at their own peril. Turnover happens when you least expect it and generally when you are least prepared for it. When you inspect what you expect, you know what the sales talent pipeline looks like and you don’t get caught off guard when your best rep walks in your office with a smile — and resigns.

Habit-Forming Action Step

Set up weekly or monthly recruiting pipeline reviews that use probabilities to determine where you are in your sales process and where the candidate is in their buying process. Good players have options, and you need to consider recruiting a half-buy, half-sell process.

Networking, Not Internet, Lands More Jobs

Job search has always been a dynamic and unpredictable field. The latest competitive technologies and resources might help you find a job today, but tomorrow – you’re two steps behind. That’s why it’s somewhat refreshing to hear that good old-fashioned “making connections” is still the number one resource for landing a job – at least in the Northeast:

A new study by Right Management looked at 6,000 individuals placed over the course of 3 years. Their findings confirmed that person-to-person networking was the most effective placement tool available. The study found that nearly45% of the firm’s placements were a result of traditional networking. Coming in second place, Internet job boards accounted for 19% of all new hires.

“The job search is changing, and some methods are losing ground to others, but classic, systematic networking continues to be most effective way to find suitable employment,” said Peter Russell, Career Management Practice Leader for Right Management. “Of course, technology is playing a growing role, but online social networking may not always be separate from traditional networking since one so often leads to the other. A job seeker may use the Internet to track down former associates or acquaintances and then reach out to them in person. Just like the cold call, the Internet is a way to make an initial contact with a prospective employer.”

Right Management, a division of ManpowerGroup, is aimed at providing workforce solutions in an ever changing business environment. More than 80% of Fortune 500 companies work with Right Management to assist in talent growth, reduce costs and accelerate employee performance.

Written by Marie Larsen
Marie is a writer for Recruiter.com covering career advice, recruitment topics, and HR issues. She has an educational background in languages and literature as well as corporate experience in Human Resources.

Overcoming the Three Most Hated Aspects of the Job Interview

For many job seekers, the interview is often considered the most dreaded part of the hiring process. Not only are you forced to be interrogated by a complete stranger holding the keys to your future in his her hands, but for all of the effort you put into preparing for this pivotal conversation, it can just as easily leave you with nothing to show for your toil. No matter how desperate you are for a job there are always those parts of the process that frustrate and annoy.

It’s time to change your mindset: you can get over these worst parts of the interview with a little bit of focus and preparation. But don’t just get over these problem areas – take control: trust that you can fly over them with ease and land unscathed. Here are the top three things people hate about the interviewing process and how to turn them to your favor.

1.) Knowing what to ask about
Researching a company’s background can lead to golden opportunities to ask pointed questions to show your dedication and interest in the company and your professional savviness. But where do you turn to find the information you need to be sufficiently informed of a company’s background and current interests? It will take some real effort, and the reading is certainly not for pleasure, but check out their SEC filings and any other corporate filings you can get your hands on. Poring through these documents can net you some choice nuggets of information that can give you the edge in crafting the perfect question to ask during your interview. Check the company’s annual report, proxy statement, and 10-K to give you excellent research material on the company. One you have this knowledge and research done about the employer, you’re ready to come up with your interview questions. For a detailed list of specific questions to ask, check out 10 Great Questions to Ask at Interview.

2.) Dealing with the issue of salary
The issue of salary negotiation is always a point of contention between interviewer and interviewee. When is it too late to bring up the conversation? What is it too early? In the end, it is best to ask for a salary range before the issue is formally brought up. The longer you put it off the less prepared you will be when it comes time to deal. Instead of waiting for the topic to come up and risking being unprepared, ask about salary early on in the application process; preferably from a recruiter or from someone at a preliminary information session. All you need to do is get a general salary range in order to get the information you need to haggle and ensure that you aren’t leaving any money on the table. Here are some more tips for salary negotiation that would be good to review before the interview process.

3.) Coming up with your own faults
Everyone has a particular interview question that acts as effectively as kryptonite to Superman at some point during the exchange. Perhaps the most hated interview question involves asking for weaknesses. How do you answer such a question without causing too much damage to your candidacy? Simply pick a technical skill that is completely unrelated to the job for which you are applying. Instead of relying on predictable and empty responses such as “I work too hard,’ or “It’s hard for me to say ‘no’,” give a genuine answer explaining your real weakness with a technical skill but use it to push for why you are applying for one job as opposed to one requiring your “weak” skill. So while you are admitting to a real weakness, the fact that the skill is unrelated to your sought after job ensures that it won’t hurt your candidacy. Don’t want to use that approach? Here is a detailed explanation of how to get through the weakness question.

Do you see a pattern here? All three of these hated aspects of the interview process involve things that are up to you – not the interviewer. Knowing the right questions to ask, knowing the salary you need to accept the position, knowing yourself well enough to assess your weaknesses – these are all internal self-knowledge. Perhaps the reason these things most often make interviewees nervous is that these are self-driven activities. But we can’t leave the interview up to the employer – you must take control. In the end, no one is going to hire you if you aren’t ready to get yourself hired. To succeed in an interview, we have to be confident, prepared, and ready to play an active role.

Written by Joshua Bjerke
Joshua Bjerke, from Savannah, Georgia, focuses on articles involving the labor force, economy, and HR topics including new technology and workplace news. Joshua has a B.A. in Political Science with a Minor in International Studies and is currently pursuing his M.A. in International Security.

Finding A Job In Today’s Market

Less than 4 years ago, a job candidate with a decent resume and little or no experience could walk into virtually any interview knowing that an offer was inevitable.

Candidates would send out 10 resumes hoping to get 2 or 3 responses, but they would instead get 20 responses, many from head-hunters, whose business was booming like never before. Back then, it was almost impossible to find a company that *wasn’t* hiring.

From about 10 years ago to 3 years ago, the technology age was running rampant and tens of thousands of 20-somethings fresh out of college had option packages that made them millionaires on paper.

Those time are so close, yet so far away. Today the job market appears the very antithesis of those glory days. Seemingly endless layoffs, missed forecasts, a major NASDAQ correction and events abroad have led us to an uncomfortable phase of economic unrest.

Jobs, of course, are no longer easy to come by; and many of the unemployed have found themselves “on the bench” for weeks, then months and some even a year or more.

But the cyclical nature of the world economy is a known fact; and a downturn was not only expected but inevitable. Instead of stressing and worrying at such times, we should rise to the occasion and meet the new challenges. In this job race, the only survivors are those who fit themselves with a stellar resume and a die-hard attitude.

Following are some tips on accelerating your search for a new job:

Get a Positive Attitude: While it may not be easy these days, it is an absolute must to remain positive and optimistic.

Be Aware of Job Security: Don’t wait for your company to go out of business before you start looking for a new job. If you have any reason to believe your job is in jeopardy, update your resume and start testing the waters. When the time seems right, make the jump if it is to a better, more secure job.

Search Online: Regardless of the industry you are in, you are missing out on major opportunities if you aren’t looking for a job online. Internet use allows you to send out more resumes far quicker than any other way.

Be Proactive: If you would normally send out 5 resumes a day, start sending out 10 or even 20. Don’t be picky with the companies you choose — get in as many interviews as you can now, and be pick with the *offers* later. If a job listing has a both a contact phone number and email address, pick up the phone and call them — it is far too easy for an email to be filed away for later.

Totally revamp your resume: While your old resume might have landed you a job in yesterday’s booming market, today competition is as tight as ever. Your resume is your first impression with an employer; it will get you interviews or cause you to lose them. Consider having your resume re-written by experienced editors — for example, The Killer Resume offers resume editing and writing by Harvard-educated professionals who have a great deal of experience with what works and what doesn’t in resumes.

Polish Your Interviewing Skills: Once you begin interviewing, be sure prepare yourself for each meeting. Interviewers are impressed by confident individuals who show strong communication skills and eagerness for the position. When in doubt, always wear a suit and tie to the interview. Mention a willingness to work in groups but the ability to carry your own weight. Research the company’s website before the interview, and if you are able to slip in a few facts during the interview (e.g. “I’d particularly be interested in working with your Open Server product”) it will score you extra points. Remember — the more you interview, the better you will get at it. This is particularly true because most interviewers ask the exact same questions. Soon enough, the answers will flow out of your mouth before you even hear the whole question.
Anyone can get a job when the market is booming, but those who prevail in tough times like these show true character and spirit.

[Read more in Job Search Advice]

Written by Richard Moore.
Richard Moore is the founder and CEO of Dynamic Bio Resumes. He has built a prestigious career as a career coach, resume writer and author and columnist. Dynamic Bio Resume’s growing list of clients who have achieved success in securing the careers of their dreams speaks for itself.     

50 Top Job Seeking Tips

Workforce pro gives her Top 50 Job Seeking Tips:

1. You have a job. Finding a job is a job. So treat it like one. Devise a plan of action and carry it out. Don’t just spend an hour or two a day and then give up. No business could continue to operate if it were only open a couple of hours a day
2. Take the initiative. Even when people know that you are hoping to find a new job, they aren’t always comfortable stepping in unless asked, so ask. Remember though, not everyone likes to get involved, so if someone turns you down, be polite and try not to take it personally.
3. Get involved. The more people you know, the better your chances of making helpful connections. Opportunities are all around you. Your family members and current friends are rich sources of employment referrals, of course, but try to actively seek out other connections. Get to know the people on your block, at your church, at your children’s school and extracurricular activities, and let them know that you are job hunting. No matter whom you meet try to weave it into the conversation that you are looking for a job.
4. Research. Before you apply (but especially before you interview), be sure to find out as much as you can about your prospective employer. Be sure to understand what it is that they do, their market is, their competition, and things that they feel are important or exciting about their business. Remain current on any issues or developments in the field. Read trade journals or professional publications, and read the newspaper.
5. Target your resume. Make sure your resume is targeted to the employer who will receive it. Try to tailor your resume to each job you are applying for. If you need to have more than one resume.
6. Be prepared. You never know who you might meet so keep a copy of your resume with you at all times and have a brief elevator speech about what you can offer to a company prepared.
7. One step at a time. Remember that your resume will not get you the job on its own. Its purpose is to get you the interview. Make sure your resume will pique the employers’ interest so that you can get the interview and then that is where you will get the job.
8. Subscribe to a trade publication or some type of magazine that specializes in the industry you are seeking employment. This will keep you abreast of any changes in the industry and will also be helpful in the interview to show the prospective employer that you are current on the issues and developments in that industry.
9. Proof read. When you are proof reading your resume have one or two other people read it also before you show it to an employer. Sometimes when you work on something a long time your brain automatically makes changes and corrections to what you are reading without you even realizing it. Spell check is not infallible and cannot discern between words like wood and would. Try reading your resume out loud to get rid of sentences that may be awkward or confusing.
10. Start your own business. Don’t rule out the possibility of starting your own business. Many great companies have started because the owners could not find a good fit when looking for a job. Talk to other people who have started their own business. Contact the Small Business Association and ask them for advice and information about business loans. Make a business plan.
11. Be sure to develop all the materials that you will need in filling out an employment application in advance. Even if you are supplying a resume, it is possible that you will also need to complete a standard application for the human resources department. If you have not seen an application in a long time, some of the standard questions may have changed. You can stop at almost any store and request an employment application for review.
12. Write down all of your standard information on a separate sheet of paper, and take it with you when you apply for a position. Such things would include past job contact information, dates of hire, personal references, etc. If you are required to fill out the application in the employer’s office, you will then have all of the information that you need, and can complete it quickly and completely.
13. Before you apply for any job, be sure to contact all of your references that you want to list and ask permission to do so. It’s always good taste to do so but it can also prepare the individual for when it happens. In most cases, you will end up with a far better recommendation because the person isn’t taken off guard, and they will have a chance to think of what they will say about you.
14. Find out about potential job opportunities through multiple avenues. No job board will carry even a small portion of the possibilities that are out there, and some of your best alternatives may come through networking with friends and past co-workers. Touch base with those that you haven’t talked to in some time. If it is a very casual or distant acquaintance, you may not be able to ask them for many favors. But it won’t hurt to ask and see if they’ve recently heard of something. Old co-workers and people at church are some of your best contact possibilities.
15. Before you apply (but especially before you interview), be sure to find out as much as you can about your prospective employer. Be sure to understand what it is that they do, who their market is, their competition, and hopefully things that they feel are important or exciting about their business. This may sound a bit basic, but in the rush to hand out hundreds of resumes, people will often ignore some of the most fundamental tasks. An employer isn’t going to give much credit to your statements about what you can do for them if you don’t know what they do.
16. Understand that one of the biggest issues that prospective employers are concerned about with hiring seniors is that their qualifications are far higher than what they are looking for. They are concerned that overly-qualified individuals will be unchallenged and hate their jobs as well concerned that you will not be happy for long with less money than you made in the last job. If you are willing to and will be happy earning less but just cannot get employers to understand this, consider reinventing yourself or applying for a job that is quite different than anything that you have had before. While you can still utilize many of your talents like people management, the employer will be more comfortable with your decision and understanding that you are taking a lower wage position because you are starting something new.
17. Check out the current fashions. You shouldn’t try to be a trend-setter but neither should you be pulling out what you wore to your last interview 15 years ago. Be sure that what you have fits properly, has been cleaned and is well-pressed. Do this before you even fill out your first application or send in your first resume. You may not think that you have gained an inch, but this is the ultimate of being safe instead of being sorry.
18. Begin with self-assessment. The job search process begins with an identification of your values, interests, skills, accomplishments, experience, and goals. How can you seek a position if you don’t know what you want from a job and what you have to offer prospective employers? Self-assessment, though a time-consuming process, provides invaluable information to facilitate career decisions and to prepare you to market your background effectively.
19. Research and explore career options. The next step in the job search process is to explore the “matches” between your identified skills, interests, and values and the demands of career fields and organizations.
20. Choose a career field, then target employers. After thoroughly researching possible careers/jobs, several field options will emerge as most realistic and attractive. These options should become your career or job search goals. It is probable that no single career will have the potential to utilize all your skills, allow you to develop all your interests, and incorporate a value system completely compatible with yours. Try to target one that will satisfy some of your high-priority needs.
21. Prepare job search materials and develop job search skills. Once your job goals have been targeted, resumes and application letters can be tailored to reflect your qualifications as they relate to the interests of prospective employers.
22. Plan and conduct job search campaign. Next, establish a target date for getting a job and decide how much time you can devote to your search. Some individuals believe they cannot afford to take time from their studies or a demanding job. Others procrastinate. Whatever the reasons, the results are the same-your search will languish and you may miss out on industry hiring cycles and job opportunities. So get organized early by setting aside a certain amount of time each week to work on your search. Use a calendar and weekly planner and work backward from your target date.
23. Develop a contact network. Once you have targeted a career or specific position, you should acquaint yourself with professionals in that field or organization. These professionals offer you an insider’s view and can constitute your contact network, which can open doors that might otherwise remain closed. Your network can also consist of family members, friends, classmates, professors, and electronic discussion groups.
24. Contact employers directly. There are several methods and combinations of methods that can be utilized to contact employers directly.
25. Follow-up and record keeping. No matter what job search strategies you choose, follow-up and record keeping are important for success. Maintain a careful record of all interviews, thank-you notes sent, referrals made and follow-up actions. Job seekers who fail to maintain this information often lose valuable contacts as well as credibility with prospective employers.
26. Be persistent. Job searching is hard work and there are times when you will get discouraged. But if you keep up with it, you can avoid feeling anxious and will actually have more energy. If your search is not producing the results that you would like, avoid blaming yourself and try a new strategy. Do not be reluctant to submit your credentials on more than one occasion to an organization for which you would like to work. This attitude demonstrates your enthusiasm and interest.
27. Obtain offer and continue to develop your career action plan. Congratulations! Your job search campaign has been successful. You have been offered a position you wish to accept. Send a note to all the people who helped you relaying the good news.
28. Clarify your career goals. Use this time to evaluate what you want out of your career. What things would you like to be different at your new position? Write down a list of the issues that are important to you in a job, and keep these in mind during your search.
29. Research the market. You’ll want to scan Internet job search sites, newspaper ads and trade magazines. Try targeting a few companies in which you are interested (whether they are advertising or not) and calling to see if they are hiring in the near future.
30. Network. Have business cards printed and with you at all times. Be thorough and creative in compiling your list of people to contact; fellow alumni and former professors can be especially helpful, but also look to your extended family and former colleagues.
31. Be geographically flexible. If you are determined to remain in one particular area, you may be limiting yourself. Explore possibilities in nearby cities; perhaps public transportation or flexible work options can minimize the stress of a commute.
32. Brush up on skills. Online or community college courses can help you keep current. You might also use this time to evaluate how your soft skills could be improved; consult friends, former colleagues or even an online career expert for tips.
33. Make your case in writing. Ensure that your resume and cover letter are error-free – ask a friend to double-check both for spelling and grammar. Once you’ve had an interview, send a written note to the interviewer thanking him or her for the meeting.
34. Identify promising organizations in your career field or industry, then visit their Web sites. Organizations only pay to advertise their hard-to-fill jobs. The rest of their job openings may be posted to their Web site
35. Use networking contacts. Networking opens the door to a lot of job openings you would never otherwise know about. In addition, by networking you can learn a lot about breaking into your chosen career field, identify top employers, and meet some great people.
36. Personalize your strategy. Only you know what results you need in terms of money, benefits and hours to give a job your all. Formulate a strategy to get what you need.
37. Attend career events. If you look online and in the Democrat, you will see there are many opportunities, most of them at no cost to you.
38. Selecting target companies. The first step is to compile a list of target companies–firms where you might like to work. The companies on the list may come from many sources. These include: Information obtained by researching the job market. Personal knowledge about a company. Information obtained through networking. As you learn more about these firms the list may change; some firms may be removed and others added. Once you have decided on a small list of target companies upon which to concentrate, you are ready to get to work.
39. Research your target companies. Find out as much as you can about each of your target companies. The information you will need includes answers to the following: What are the company’s products or services? What is the company’s status in the industry? Is the company large or small, growing or downsizing? What can you learn about the job you want (the job duties, salary, benefits, work environment)? What is the public image of the firm and what type of person “fits in?” What are some of the firm’s current problems? Which people have the power to hire you?
40. Know thyself. Begin your job search by taking a thorough inventory of your interests, skills, accomplishments, experience, goals, and values. Make a detailed list. The key to a successful job search is recognizing what makes you a unique candidate and communicating this effectively to a prospective employer, both verbally and in writing.
41. Aim for the right target. Try to match your skills, interests, and values with the right career choice. If one of your goals is to get a larger salary, don’t focus on career paths that traditionally pay low salaries. Do some research. Learn about different companies that interest you and target those that are more likely to have open positions.
42. Be assertive and proactive. Don’t wait around for opportunity to come knocking on your door. While cold calling on potential employers can be intimidating, it remains a powerful strategy. It’s important to get through the door first, before your competition.
43. Do some sleuthing. One key to breaking in is understanding the “hidden” job market. Many job openings exist only in the minds of directors, vice presidents, and other company bigwigs long before the job is finally advertised in newspapers or on the Internet. If you can present yourself as the perfect candidate at this early stage, an employer may snap you up without looking elsewhere.
44. Work the network. Networking should be at the center of your job search strategy. Get the word out to friends, trusted colleagues, and even relatives that you are actively looking for a job, and ask them to keep their eyes and ears open for any opportunities. Expand your network by joining professional organizations, signing up for job search newsletters and e-mail blasts, contacting former professors and classmates, and by participating in Internet discussion boards.
45. Get professional help. Employment agencies come in all shapes, sizes, and price ranges, and they can be an excellent resource for job leads. Some specialize in very specific occupational areas, and many often have exclusive arrangements with large companies. If you’re interested in the services of an agency, investigate it carefully. Determine what the agency will do for you and how much it will cost.
46. Be temporarily flexible. Temp jobs are a great way to learn skills, gain experience, and earn money while looking for a permanent position. They are also a way to prove your worth and be first in line when a full-time position does open up. Working as a consultant or independent contractor in a company can also eventually lead to steady, full-time employment.
47. Say it clearly. When sending out resumes, catch the prospective employer’s attention with a brief and concise cover letter that spells out clearly how your qualifications match the job requirements. Connect the dots for the reader, making it obvious why you’re the perfect candidate for the job.
48. Keep careful records. Keeping track of the progress of your job search is important. Maintain a detailed record of all the jobs you have applied to, including communications, interviews, referrals, and follow-up actions. This will help you build a network of valuable contacts both for your current job search and any future ones.
49. Follow-up with your contacts. Be sure you follow up in a timely manner with the people who have talked with you. Write a thank you letter after each meeting, expressing gratitude for the specific help you received. Personalize the letter by mentioning something you talked about at the meeting that informed or helped you. Make notes to remind you with whom you talked, date of the meeting, what transpired, and additional contact names gained at the meeting. Keep copies of all correspondence. Mention during the interview that you would like to get back to this person to let him/her know the progress of your exploration.
50. Check job vacancy listings. In order to supplement the want ad route, employers often post job openings internally and recruit applicants from within the organization. Many employers send vacancy listings directly to college and university career centers and faculty members. The Internet is also popular source for job listings. In addition, organizations’ websites typically link to career opportunities and outline the procedures for applying.

Written by Marie Larsen
Marie is a writer for Recruiter.com covering career advice, recruitment topics, and HR issues. She has an educational background in languages and literature as well as corporate experience in Human Resources.